绩效管理是企业进行有效管理诸环节中不可或缺的一环，绩效管理以其科学 有效激励员工、提高公司内部运营能力等诸多优势受到国内企业日益的重视。然 而，由于计划经济的影响，我们很多国有企业的绩效考核还存在着与市场经济相 悖的弊端。现代绩效管理能为国有企业注入新的活力，而绩效考核是绩效管理中 的关键环节，关注“绩效考核”，是企业管理逐步走向规范与成熟的具体表现；有 效的考核不仅是员工个人利益与发展的需求，也是企业科学规范管理，不断提高 内部运营质量，降低运营成本，提高运营效益的要求和实现手段。 本文以国有企业 TH 公司作为研究对象，TH 公司是一座集商务写字间、会议 室、客房、图片社等多功能为一体的服务型大厦。本文作者作为 TH 公司行政人事 部经理，根据企业实际情况和行业特点，按照公司战略分析经营部门目标考核情 况，结合所学的 MBA 知识，吸收先进的绩效考核方法和理念，设计出具有针对性 的绩效考核体系并指导实施。 本文通过综合运用关键绩效指标法、平衡记分卡等绩效考核理论、技术与方 法，利用职务分析调查问卷和员工绩效考核指标调查问卷，收集相关数据资料， 形成比较规范和完善的各部门岗位工作说明书，并在此基础上成功建立了适合于 TH 公司经营部门的目标绩效考核体系，为服务型企业绩效考核体系的建立提供参 考和借鉴。同时在 2 份调查问卷的实施中，收集到员工对绩效考核和企业文化建 设等方面的意见，利于公司今后深化人力资源改进工作。 本文以 TH 公司经营部门的绩效考核体系的设计和实施为主线，根据公司的战 略目标和部门及岗位职责，涉及部门和员工两个方面进行考核体系的设计，并将 绩效考核结果与薪酬挂钩，构建了企业的基础激励框架，解决 TH 公司计划经济体 制下国企绩效考核主观模糊的弊端，使公司绩效考核逐步实现科学化。 关键词， 绩效考核；业绩指标；考核评分II ABSTRACT The achievements management is the enterprise carries on effectively manages in the various links an indispensable link, the achievements management by its science effectively drove the staff, sharpens the company interior operation ability and so on many superiority to receive the domestic enterprise daily value. However, as a result of the planned economy influence, our very many state-owned enterprises’ achievements inspection also has the malpractice which disobeys with the market economy. The modern achievements management can pour into the new vigor for the state-owned enterprise, but the achievements inspection is in the achievements management essential link, the attention the achievements inspection, is the business management gradually moves towards standard and the mature concrete manifestation; The effective inspection not only is the staff personal interest and the development demand, also is the enterprise scientific standard management, unceasingly improves the internal operation quality, reduces the operation cost, enhances the operation benefit the request and the realization method. This article by state-owned enterprise TH Corporation took the research object, TH Corporation is a collection commerce writing room, the conference room, the guest room, the picture society and so on multi-purpose for a body service building. This article author took Manager TH Corporation administration human resources department, according to the enterprise actual situation and the profession characteristic, according to the company strategy analysis management department goal inspection situation, unifies the MBA knowledge which studies, absorbs the advanced achievements inspection method and the idea, the design writes up has the pointed achievements inspection system and the instruction implementation. This article through the synthesis utilization essential achievements target law, the balance records achievements inspection theory, the technology and the method and so on the branch customs station, adjusts the questioning volume and the staff achievements inspection target using the duty analysis adjusts the questioning volume, the collection correlation data material, forms quite standard and the perfect variousIII departments post working instructions, and succeeded in this foundation establishes has suited to TH Corporation manages the department the goal achievements inspection system, provided the reference and the model for the service enterprise achievements inspection system establishment. Meanwhile in 2 accents questioning volume implementation, collects the staff to aspect the and so on achievements inspection and enterprise culture construction opinion, favor the company to deepen the human resources improvement work from now on. This article manages the department take TH Corporation the achievements inspection system design and the implementation as am aster line, according to company's strategic target and the department and the post responsibility, involves the department and the staff two aspects carries on the inspection system the design, and the achievements inspection result and the salary suspension hook, has constructed enterprise's foundation drive frame, solves under the TH Corporation planned economy system the state-owned enterprise achievements inspection subjective fuzzy malpractice, causes the company achievements inspection gradually to realize the scientific style. Keywords: the achievement effect examines; achievement index; examine gradeIV 目 录 第一章 序言.................................................................................................................. 1 1.1 研究背景和目的.......................................................................................... 1 1.2 的结构安排.................................................................................................. 3 第二章 绩效考核的理论综述...................................................................................... 4 2.1 绩效...................................................................................................................... 4 2.2 绩效管理.............................................................................................................. 5 2.3 绩效考核.............................................................................................................. 8 2.4 绩效管理与绩效考核........................................................................................ 19 第三章 TH 公司绩效现状分析................................................................................. 21 3.1 TH 公司概况 ..................................................................................................... 21 3.2 TH 公司目前经营状况 ..................................................................................... 22 3.3 对经营部门的考核............................................................................................ 24 3.3.1 TH 公司的目标责任考核概述................................................................... 24 3.3.2 对经营部门以目标责任考核为主的考核形式 ......................................... 25 3.4 对现行目标责任状考核办法的分析与评价.................................................... 27 第四章 对经营部门的考核方案重新设计................................................................ 29 4.1 绩效考核体系的设计思想................................................................................ 29 4.2 绩效考核的准备工作........................................................................................ 30 4.2.1 员工工作说明书的确定 ............................................................................. 30 4.2.2 绩效考核计划的拟定 ................................................................................. 33 4.3 确定考核维度.................................................................................................... 34 4.4 分解绩效考核指标............................................................................................ 36 4.4.1 业绩指标的建立 ......................................................................................... 36 4.4.2 综合素质和工作态度指标的确定 ............................................................. 39 4.5 考核权重的确定................................................................................................ 42 4.6 各项考核指标评分办法.........................................................................